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Article

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001098. When citing the…

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001098. When citing the article, please cite: James Espey, (1991) “Strategy in the Making: A Case Study”, Marketing Intelligence & Planning, Vol. 9 Iss: 3, pp.2 - 52.

Details

International Journal of Wine Marketing, vol. 3 no. 1
Type: Research Article
ISSN: 0954-7541

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Article

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001098. When citing the…

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001098. When citing the article, please cite: James Espey, (1991) “Strategy in the Making: A Case Study”, Marketing Intelligence & Planning, Vol. 9 Iss: 3, pp.2 - 52.

Details

International Marketing Review, vol. 8 no. 4
Type: Research Article
ISSN: 0265-1335

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Article

James Espey and Pauline Batchelor

International Distillers & Vintners (UK) Ltd and the International Management Centre from Buckingham, together devised an MBA programme that was custom‐made for the…

Abstract

International Distillers & Vintners (UK) Ltd and the International Management Centre from Buckingham, together devised an MBA programme that was custom‐made for the company's needs. Thirteen executives successfully completed an 18‐month part‐time action learning programme that developed their managerial skills while also being closely focused on — and benefiting — the company itself.

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Journal of Management Development, vol. 6 no. 5
Type: Research Article
ISSN: 0262-1711

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Article

James Espey

In an era of rapid change and uncertainty the ability to anticipateand capitalise on change has become a condition for prosperity and thesurvival of businesses. A…

Abstract

In an era of rapid change and uncertainty the ability to anticipate and capitalise on change has become a condition for prosperity and the survival of businesses. A strategic vision is required as a focal point and the challenge for management is to turn this into operational reality. The Big Four Theory views the western world as comprising four large, competitive groups in the not too distant future. The question then is which will be the Big Four? Taking examples from the liquor industry in particular, the possible emergence of the Big Four is catalogued and advice given to managers on how they should react to the challenges ahead.

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European Business Review, vol. 89 no. 4
Type: Research Article
ISSN: 0955-534X

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Article

James Espey

The world liquor market is considered from the viewpoint of thefour major groups within the industry, with particular reference to theUnited Distillers Group (UDG). The…

Abstract

The world liquor market is considered from the viewpoint of the four major groups within the industry, with particular reference to the United Distillers Group (UDG). The three issues of global consumption trends, global competitive structure and the UDG strategic response are analysed. A key factor affecting the industry is that the number of competitors continues to decline as companies merge and as brands are increasingly produced for mass markets.

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European Journal of Marketing, vol. 23 no. 9
Type: Research Article
ISSN: 0309-0566

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Article

James Espey

Proposes that for a company to survive it must be aware of change and react constructively to the opportunities which this creates. Outlines one situation where this…

Abstract

Proposes that for a company to survive it must be aware of change and react constructively to the opportunities which this creates. Outlines one situation where this problem appears to have been addressed by analysing International Distillers and Vintners successful efforts to develop a new product. Concludes from this example that it is important to find the right internal environment and organized structure.

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European Journal of Marketing, vol. 19 no. 3
Type: Research Article
ISSN: 0309-0566

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Article

James Espey

The world liquor market is considered from the viewpoint of the four major groups within the industry, with particular reference to the United Distillers Group (UDG). The…

Abstract

The world liquor market is considered from the viewpoint of the four major groups within the industry, with particular reference to the United Distillers Group (UDG). The three issues of global consumption trends, global competitive structure and the UDG strategic response are analysed. A key factor affecting the industry is that the number of competitors continues to decline as companies merge and as brands are increasingly produced for mass markets.

Details

International Journal of Wine Marketing, vol. 1 no. 2
Type: Research Article
ISSN: 0954-7541

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Article

James Espey

The second part of a case study of the marketing strategy of International Distillers & Vintners (UK) Limited, the first part of which was published in Vol. 3 No. 1 of…

Abstract

The second part of a case study of the marketing strategy of International Distillers & Vintners (UK) Limited, the first part of which was published in Vol. 3 No. 1 of this journal. A wide‐ranging and detailed description is given of the company's success factors, strategic direction, brand strategies, new brand developments, acquisitions and disposals. An assessment of the lessons and achievements of the company's strategy and an action checklist for strategic planning is provided. The conclusion is that one of the smallest top management teams in the business has quadrupled the company's profits within seven years by creating a strategic blueprint for the rest of the industry to follow, with its emphasis on concentrating management time and attention on premium brands.

Details

International Journal of Wine Marketing, vol. 3 no. 2
Type: Research Article
ISSN: 0954-7541

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Article

James Espey

A case study is given of International Distillers & Vintners(UK) Limited (IDV (UK)) and an assessment made of the viability oftranslating theory into practice in the real…

Abstract

A case study is given of International Distillers & Vintners (UK) Limited (IDV (UK)) and an assessment made of the viability of translating theory into practice in the real world – the importance of having a strategy, of strategic planning, and having a success factor as a key component of an organisation′s competitive advantage. Following the appointment of a new managing director at IDV (UK) in 1982, three goals were established: (1) to more than double profits within five years; (2) to increase return on capital employed by almost 50 per cent within five years; and (3) to be the outstanding wine and spirit company in the UK. A sound strategy was required to achieve these goals. The historic background of the organisation is given and the strategic position of IDV (UK) in relation to its competitors and market share is described. A review of the state of the market is given and possible areas for expansion discussed. The quality and pedigree of certain brands and the quality and strength of leadership are proposed as the success factors upon which IDV (UK) could build. Details are given of how the organisation built upon these factors to achieve strategic success; the lessons learned; and the level of achievement and success in the marketplace.

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Marketing Intelligence & Planning, vol. 9 no. 3
Type: Research Article
ISSN: 0263-4503

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Article

David Lethbridge

There have been two major new developments in British education andthis article reviews the origins and progress to date of both theUniversity of Buckingham and the…

Abstract

There have been two major new developments in British education and this article reviews the origins and progress to date of both the University of Buckingham and the International Management Centre from Buckingham. The former is a fee‐paying independent university which offers honours degree programmes completed in two calendar years making use of the traditional long summer vacation. The International Management Centres (formerly the International Management Centre from Buckingham), like the University, is clearly not a creature of the state. Its origin can be traced back to some dissatisfaction with the state system. It was felt by some individuals that there was a need in the marketplace for a different type of business school with a new approach to management education, based on the principles of “action learning”.

Details

Journal of Management Development, vol. 8 no. 3
Type: Research Article
ISSN: 0262-1711

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